Based on research by Julia Fulmore, PhD, Anthony Fulmore, PhD, Mandolen Mull, PhD, and Joy Cooper, PhD
Reducing employee turnover is a persistent challenge in service-based industries. This study investigates whether employees’ perceived support for participation in human resource development (PSHRD) practices reduces turnover intention, and how employee engagement mediates this relationship.
Using data from two large samples of U.S. service sector employees (Study 1: n = 490, Study 2: n = 511), the researchers employed structural equation modeling (SEM) to test and extend a previously established theoretical model. They also examined whether positive reciprocity beliefs—the belief that employees should repay organizational support—would strengthen the impact of PSHRD on emotional engagement, but found no significant effect.
Key Points
- Human resource development (HRD) support reduces turnover. When employees feel supported to participate in development opportunities, they are less likely to consider leaving the organization.
- Emotional engagement is key. Among the three engagement types (cognitive, emotional, behavioral), emotional engagement most strongly mediates the effect of PSHRD on turnover intention.
- Behavioral engagement can backfire. Unexpectedly, higher behavioral engagement was associated with increased turnover intention—possibly due to stronger focus on tasks over organizational loyalty.
- Positive reciprocity beliefs were not a moderator, suggesting that emotional engagement may be internally driven rather than a result of feeling obligated to "give back."
Why This Matters
- Confirms and extends previous research. This study replicates and validates a widely cited model in a new industry context (service sector), using stronger analytical techniques.
- Practical guidance for HR leaders. It’s not just about offering training—what matters is that employees feel supported to participate. Cultivating emotional engagement through inclusive development practices may be one of the most effective ways to reduce turnover.
By centering employee perception and emotional connection, the study offers fresh insight into how HRD can be leveraged to build a more committed and stable workforce.
Based upon the following peer-reviewed manuscript: Fulmore, J. A., Fulmore, A. L., Mull, M., & Cooper, J. N. (2023). Reducing employee turnover intentions in the service sector: The connection between human resource development practices and employee engagement. Human Resource Development Quarterly, 34(2), 127–153.
